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Mystic Monk

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MW SCHEDULE

M Jan 10 Overview of course, course mechanics, name cards, information sheets, group formation, writing standards, e-mails, find instructor web site, etc.

Readings: A Guide to Case Analysis, link on webpage, especially know your ratios. I won’t ask you the formulas; I’ll ask you what they mean or tell a manager.. Ch 1 What is Strategic and Why is It Important Ch 2 The Managerial Process of Crafting and Executing Strategy

W Jan 12 Business Policy Preliminary Predictor Quiz Overview of Strategic Planning Group formation, Company officer photographs Hand out Morton Case

M Jan 17 Martin Luther King Jr. Holiday – no class

W Jan 19 Company officer photographs LEGOMAN Each group will send me an e-mail message addressing the following: What did you learn in the Legoman exercise about strategy and good management? What did you learn about each of your team members? How could you better manage in future exercises and assignments?

M Jan 24 Mystic Monk Coffee

1. Has Father Daniel Mary established a future direction for the Carmelite Monks of Wyoming? What is his vision for the monastery? What is his vision for Mystic Monk Coffee? What is the mission of the Carmelite Monks of Wyoming? 2. Does it appear that Father Daniel Mary has set definite objectives and performance targets for achieving his vision? 3. What is Father Prior’s strategy for achieving his vision? What competitive advantage might Mystic Monk Coffee’s strategy produce? 4. Is Mystic Monk Coffee’s strategy a money-maker? What is MMC’s business model? What is your assessment of Mystic Monk Coffee’s customer value proposition? its profit formula? its resources that enable it to create and deliver value to customers? 5. Does the strategy qualify as a winning strategy? Why or why not? 6. What recommendations would you make to Father Daniel Mary in terms of crafting and executing strategy for the monastery’s coffee operations? Are changed needed in its long-term direction? Its objectives? Its strategy? Its approach to strategy execution? Explain your answer for question 6 in 2 pages + exhibits. W Jan 26 Exam 1 covers: A Guide to Case Analysis, (link on webpage), especially know your ratios. I won’t ask you the formulas; I’ll ask you what they mean. Ch 1 What is Strategic and Why is It Important Ch 2 The Managerial Process of Crafting and Executing Strategy

M Jan 31 Introduction to Micromatic

W Feb 2 Introduction to Micromatic Work on Micromatic Solo Trial decisions, New Readings: Ch 3 Evaluating a Company’s External Environment Ch 4 Evaluating a Company’s Resources and Competitive Position,

M Feb 7 Micromatic quiz and work on Solo

W Feb 9 Cervantes Equestrian Center –Case on web page - 3 page limit group paper due 1. What is your assessment of Cervantes' first year of operations? 2. What is your evaluation of Linda's managerial abilities? 3. How much revenue would Cervantes have to take in to break even? How many students at what prices to cover expenses? Make your assumptions explicit. Bring a copy of your calculations to show the class. 4. What recommendations would you make to Linda Smith as of July, 1980?

M Feb 14 Start Trial Game – Q1 due at class Work on Extra-credit Micromatic Solo Assignment Ch 3 Evaluating a Company’s External Environment Ch 4 Evaluating a Company’s Resources and Competitive Position

MORTON, LTD.

2-page limit group paper. (Case on web page) What alternatives does Partridge have? What could he do? What should he do to respond to this new product? You have two pages plus appendices to make an argument and recommendation to Partridge. (I hope I don’t see only a first draft.)

In preparation for writing your 2-page paper above, read the Morton case and try to answer these questions that we will discuss in class before you make your argument:

What kind of an industry is Morton in? How big is Morton? How many competitors do you suppose there are? How many customers? Do you suppose sales are highly sensitive to price changes? What happens if you meet his prices? What happens to Morton’s profits it they adopt the new technology? Run the numbers. How do you find out information about Schmidt? How could you get a good idea of Schmidt's production volume? His costs? Does it matter that Morton is a subsidiary rather than a freestanding company? What is your assessment of the situation at the end of the case? Has Schmidt really invented a better machine that’s cheaper, works faster with fewer breakdowns? What are the costs of your recommendations? Be ready to list alternative courses of action for Morton and evaluate them so we can eventually try to reach an agreement as to what action or actions Morton should take in your paper and in our class discussion of this case.

W Feb 16 Making it Big (Case in electronic book)
1. What is your assessment of Cynthia Riggs’ performance as chief strategist of Making It Big? What overall grade would you give Cynthia Riggs for the job she has done as founder and CEO?

2. What are the key elements of Cynthia’s strategic vision for Making It Big? How has this vision evolved?

3. What are the dominant business and economic characteristics of the plus-sized apparel market?

4. Identify the key factors for success in the plus-size apparel market.

5. Which one of the five generic competitive strategies is Making It Big employing? Identify the key elements of MIB’s strategy.

6. What evidence indicates that the strategy is, or is not, working as well as it might?

7. What does a SWOT analysis reveal about Making It Big’s situation? Just how good of a situation is the company in?

8. What is your assessment of Making It Big’s financial performance and financial condition? Is the company in good financial shape? Why or why not?

9. What major issues do you think Cynthia Riggs needs to address in positioning Making It Big for future growth?

Given MIB’s current situation, what recommendations would you make to Cynthia Riggs about improving MIB’s strategy? What resources does she need to develop or acquire? What actions do you think she should take to build the management team she needs to take her company to the next level?
.

M Feb 21 Your Micromatic Plan, Assignment #1 due (on web page)

W Feb 23 Andy Decker and the Ethics of Downloading Music from the Internet, (Case in electronic book)

1. What driving forces are impacting the music industry? Which industry stakeholders are being adversely impacted by the driving forces? Which stakeholders are beneficiaries?

2. How effective do you think the actions to prevent music downloading by the RIAA and by the recording companies will be?

3. What legal and ethical issues should Andy Decker consider in deciding whether to download copyrighted music from the Internet? What criteria should Andy use in making his decision?

4. Should colleges and universities be held accountable for the music downloading of their students? What should their position be on music downloading where university-owned PCs are involved insofar as students, faculty, and staff members?

5. What is the business model of the P2P file-sharing services? Is the business model “legitimate?”

6. What legal and ethical responsibilities do the file-sharing services have to prevent the sharing of copyrighted material over their networks? Should the P2P file-sharing services, such as KaZaA, Grokster and Morpheus be shut down?

7. How likely is it that the RIAA, the recording companies, and artists will be able to shut down music file sharing enough to sustain their market positions and keep their present strategies and business models working?

8. What strategies should the recording companies employ to respond to the driving forces impacting the music industry?

9. Should music artists look to distribute and profit from their music by strategies other than seeking contracts with a recording studio?

10 Go to the web or go to the library and update this case to the current class date. 2-page limit on update

M Feb 28 Warfighting reading - on my webpage. Be ready for open book quiz. Q 1 decision due ASSIGNMENT #1, THE PLAN – hand in 1st draft due at beginning of class

W March 2 Q 2 decision due Exam #2 Ch 3 Evaluating a Company’s External Environment Ch 4 Evaluating a Company’s Resources and Competitive Position

Spring Break

M Mar 14 Q 3 decision due

W Mar 16 Q 4 decision due Competition in the Movie Rental Industry in 2008: Netflix and Blockbuster Battle for Market Leadership (Case in electronic book) 1. What are the dominant economic characteristics of the online movie rental business? 2. What is Netflix’s vision? 3. What is Netflix’s strategy? What type of competitive advantage is it trying to achieve? 4. How do Netflix’s business model and strategy compare to those being employed by key rivals? 5. How is the online movie rental business changing? What are the underlying forces of change and how are they impacting the industry? 6. What key factors determine success in the online movie rental industry? How important is technology to Netflix’s success? 7. What does an analysis of Netflix’s performance, both financial and strategic metrics, reveal? How does its performance compare with that of key rivals? 8. What do you see as Netflix’s competitive strengths and weaknesses? Is there a good market opportunity here for Netflix? What external threats does the company need to be concerned about? 9. Do you believe that Netflix has built a sustainable competitive advantage in the online movie rental business? Why or why not? 10. Would you buy stock in Netflix Today? Why or why not? 11 Go to the web or go to the library and update this case to the current class date. 2-page limit on update

M Mar 21 Q 5 decision due

W Mar 23 Q 6 decision due

M Mar 28 Q 7 decision due Micromatic Mid-term Solo Exam – Run 8 quarters in class in 75 minutes – Bring your computers.

W Mar 30 Q 8 decision due

M Apr 4 Q 9 decision due Exam #3 Ch 5 The Five Generic Competitive Strategies: Which One to Employ, Ch 6 Supplementing the Chosen Competitive Strategy,

W Apr 6 Q 10 decision due Safeway Security – download case from Web – no page limit

Is Hastings profit growth goal of 20%/year unrealistic?

What threats do you see for Safeway?

Will electronic security eliminate the need for guards?

What are the key success factors in this industry?

What is your assessment of Hastings?

▪ What do you think of Hastings hiring practices? (Interviewed for a job with competitors to meet managers, then hired the best of the 3) ▪ Any question of ethics?

Evaluation of new hiring practices. - Old: Experience in security business, no mgmt experience - New: No experience in security business, need mgmt experience, college degree

Reaction to deducting of mistakes from Branch Mgrs pay?

Reaction to “trial by fire” approach? ▪ Fired Branch Managers quickly.

Average Guard Fees/hour are increasing less than Average Guard Wages/hour, yet average wages as a % of fees is steady (Exhibit #1). Why? Strategy differences in Service Business vs. Manufacturing Business

M Apr 11 Q 11 decision due

Micromatic Company Executive Committee meetings with The Chairman. At this meeting you will turn in:

ASSIGNMENTS #1 and #2, the Industry and Competitive analysis due today. What is your evaluation of the Micromatic industry, your company, and your competitive situation? Include your update of THE PLAN with your new focus as Q12-15 with this assignment

W Apr 13 Q 12 decision due Virginia’s Yarn Shop, Case on web - 3 page limit group paper due 1. What are the business problems and personal issues facing Virginia as of the end of the case? What are the most immediate problems and what problems are most important? 2. Why is the business worth or not worth the effort? What will it take for this business to ever provide her $10,000/year needed income? 3. What should Virginia incorporate into her business plan? Make sure you consider the marketing, financial, and environmental considerations

M Apr 18 Q 13 decision due Presentation about presentations

W Apr 20 Q 14 decision due ROTC challenges .

M Apr 25 Origami Day

W Apr 27 Micromatic Solo Final Exam II

Th May 5 Final Exam Day. (11:00 a.m. MW class) — Section 3–10:15 a.m. - 12:15 p.m Company Presentations and Awards

M May 2 Final Exam Day (12:30 p.m. MW class) — Section 5 - 10:15 a.m. - 12:15 p.m Company Presentations and Awards

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